Virtual law firm
Hive Legal
, where there are no such things as billable hours, fixed work stations and ­expensive office infrastructure, is expanding: it has lured high-profile Minter Ellison partner
Jacinda de Witts
.

Ms de Witts, a corporate advisory and transactions lawyer, whose list of long-standing clients included Medi­bank,
AGL Energy
, Yarra Trams and the Victorian government, will take up her role in the unconventional firm that is breaking the mould in the legal sector.

While the head office is based in Melbourne’s central business district, partners are encouraged to work flexibly from home.

“What’s attractive is the sustainability of the legal practice and a ­sustainable personal life," she said.

“The model offers a lot to clients. They start with a blank sheet of paper and only include [office administration] infrastructure [that] clients really need and [that] adds value.

“It allows [for] building a relationship with clients earlier on and giving them more cost certainty and ­clarity earlier."

Ms de Witts said she was “very happy" at Minter Ellison but was ­convinced to make the move after hearing from Hive managing director and founder
Jodie Baker
.

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Overseas influences

Ms Baker developed the business model of the firm, basing it on similar structures which are emerging in the United States and the United Kingdom, after returning from living and working overseas.

Since then she has managed to recruit former Minter Ellison partner Mitzi Gilligan and former DLA Piper equity capital markets, mergers and acquisitions and private equity ­partner Simon Davidson to help her establish the firm earlier this year.

Along with the appointment of Ms de Witts, former Vanguard Investments Australia and director, general counsel and secretary Kathryn Watt will join the team as a consultant.

The firm is also set to take on another partner in his mid-50s from a top-tier firm later in the year.

Ms Baker said the firm is unlike other Australian law firms who fit under the “virtual" title.

She said there was an “ambitious" long-term goal to grow the business and rival large law firms in the services provided.

“We’re shaking things [in the industry] up," Ms Baker said.

“One of the things we are doing is rewriting the script and rebuilding it in another way. It’s a clean slate rather than trying to adapt an existing firm. Our internal financial forecasts are on track and we plan to increase our scale and build our network."

Quality not sacrificed

Ms Gilligan said the work would still be provided by “high-quality" lawyers, but clients would save because they would not bear the cost of overheads and unnecessary infrastructure that most Australian law firms require them to.

“We outsource things like IT which has seen an amazing service delivered to us, but we don’t have to be solely responsible for it," Ms Gilligan said.

Ms Gilligan, who is a mother of four, said the firm was attractive to both men and women and it wasn’t a “one size fits all" company.

“It’s not just working mothers who need flexibility; it’s just as important for men to have it. In big firms [flexible working arrangements are] technically available but culturally it’s not available to men."

Both Ms Baker and Ms Gilligan agree the plan for the business is to build a law firm in which practitioners can regain their love of law.

The firm has already signed a number of clients, but Ms Baker and Ms Gilligan refused to name them.

They did say their target was to attract corporate and government ­clients similar to that of the top tier firms.